vy HRIPOLION a POLICY Version 4-A GUINNESS. TALENT MANAGEMENT POLICY S hs age 1/7 ‘TABLE OF CONTENTS PAGES 1. Introduction 2 N.— Resourcing 2 Ml, Learning and Development 2 ILA Building a cuiture of continuos leaming 3 1.2 Driving insights to accelerate learning 3 1.3 Creating leading edge content and solutions 4 1V. Performance Management 4 IVA PAG 4 1V.2 Performance and talents review 5 1V.3. Good performers 6 1V.4 Poor performance 6 version | paces | pATE iE ee | “A 7 tannta016 Generation Olivia MONTHEU — - L AUTHOR(S) CONTROL & APPROVAL Olivia Monthou Talent Engagement PB GCSA & WACA Human Resources Director Hs i “Novenbee woeHRIPOLION7 vy POLICY Guin Version 1 - GUINNESS. ‘TALENT MANAGEMENT POLICY ten A | INTRODUCTION GCSA vision is to Be the best performing, Most trusted and respected consumer products company in Cameroon. For this bold vision to become a reality, we need to ensure we have the right people, with the right capabilities at the right positions, The TALENT activities are meant to help us: Hire the best talents: filing all vacancies with the best resources > Identify our key talents and fasten their growth: ensuring available successors to our critical roles. Grow our people: providing the necessary trainings for our employees to be the best on their job. ‘The Talent Management function at GCSA includes 3 core elements: 1. Resourcing/Recruitment 2 Learning and Development 3. Performance Management I RESOURCING GCSA Resourcing policy lies on the inciples of the Diageo Way of Resourcing. Linking to our Diageo values, Human Rights & Anti-discrimination policy and our inclusion and diversity goals, we will ensure that in all aspects of resourcing we will reat individuals justly, solely according to their abilties to meet the requirements and standards of theit role and ina fair and consistent way. We are committed to growing talent from within as well as attracting and hiring the highest quality external talent. Internal applicants (those on the Diageo payroll) with the required capabilities are encouraged to apply for any suitable internal vacancies. External resourcing is considered when a suitable internal candidate cannot be found or where there is @ scarcity of specialist skills. We will always comply with the employment and immigration laws of Cameroon. Detailed steps of our recruitment process — from the need identification to the candidate accepting our offer - are captured in GCSA Resourcing policy (HR/POLIO08). All new joiners go through a formal corporate induction before joining their function, IL LEARNING AND DEVELOPMENT ur L&O activities aim at a single goal, which is to have you (employee): AT YOUR BEST, ALWAYS LEARNING, AND FULLY CONTRIBUTING TO DIAGEO WINNING. We believe thore are 3 pillars that will help us achieve thisHRIPOLION7 POLICY GUINNESS. | ‘TALENT MANAGEMENT POLICY eel LA Building a culture of continuous learning: Why Is itusod? "= Achieving Our Destination ambition and beat the competition in every market will require us to release the potential of every employee within Diageo ‘Whats involved? ‘= Partners for Growth is based on good quality conversations on a continuous basis, documented at key points. during the year. These conversations should cover every aspect of our performance.HRIPOLIOIT v POLICY l GUINNESS. TALENT MANAGEMENT POLICY verter * * PAG requires leaders in Diageo to know their people, to focus them on the strategic priorities and to value them {5 individuals for their diverse and unique talents. PAG is about encouraging great performance from individuals and the business through better, more regular conversations. The P4G eycle is annual and has 3 phases: Stages in the P4G Cycle ROvENTIAg Start of the Year Interim Review End of Year Review a raescaeonrne LS = Start of the Year P4G: should be completed by all employees (conversations held and captured in Workday) latest at the end of Quarter 1. "= Interim Review: is to be completed latest at the end of January = End of Year Reviow: is to be completed latest at the end June. 1V.2 Performance and Talent reviews: ‘The PTR is a process where the employee's manager and his/her peers (of the manager) share feedback and create a “Diageo view" on: = Key strengths Development breakthroughs * Potential for what in the future (in the form of membership of specific succession pools) ‘This “Diageo view" should always be considered a view at a point in time subject to change and reappraisal in future reviews The talent review will be the main vehicle for the identification of candidates for global pipeline programmes like Future Leaders and mid-career programme. Talent reviews are done on an annual basis, generally after the interim review, in February. Thay are done within each function for LS and below employees. The principle being to have an employee of a grade N, being assessed by his/her line manager and peers of grade N+1 PTR for L4 employees is done by the Executive team.HRIPOLOW v POLICY GUINNESS ‘TALENT MANAGEMENT POLICY vesion A Simplitying performance management At the end of a financial year, all employees assessed as underperformers will be placed under a PIP. This will apply whether the underperformance is related to a functional capability or to a behaviour Issue. The Performance Improvement Plan is a suppor offered to employees not meeting the performance expectations. itis set Up for a maximum period of 3 months, renewable once. PIP follow up Is done through regular reviews between the employee and hisimer line manager. The PIP can have 3 different outcomes: Performance has improved, the P4G circle continues: great improvements have been seen in the employee's performance. He/she is now fully meeting expectations for the role. The PIP is no more required. Line Manager will continue to manage the performance through the P4G process. "Performance has partially Improved, PIP is extended for a specific period: some level of improvement has been seen in the employee's performance aver the initial PIP period. However, there is stil room for improvement in some ‘areas. The PIP will then be extended for another period. During that time. a bigger shift in performance will be expected. A PIP can only be extended once. Performance has fall to improve, employment is terminated: employee's performance did not meet the expected {evel of improvement in any or most of the called out focus areas and all attempts to get his/her performance back on track seem to have failed. Employment is thus terminated for poor performance on the job. Employees terminated for poor performance are only entitled to thelr legal rights and the severance payment. They won't receive any “ex-gratia’.